GOVERNANCE DOCUMENT OF THE
W. FRANK BARTON SCHOOL OF BUSINESS

 

Adopted by the Barton School faculty on September 17, 2012
Amended April 2, 2014
Amended May 3, 2018

Amended May 22, 2020

TABLE OF CONTENTS

STATEMENT ON SCHOOL GOVERNANCE

In order to accomplish the teaching, research, service and other goals of the W. Frank Barton School of Business, the decision-making process of the School should be designed so as to ensure that all relevant inputs are received prior to a final decision. Since practically every major decision at the school level will have both academic and administrative implications, this process should involve inputs from both aspects of the school operation. All decisions concerning curricular and program matters, degree requirements, and school policies relating to faculty welfare will be presented to the School Faculty for approval.

The process by which all relevant inputs are received will involve standing committees, the School Faculty, and the School Administration. The standing committees are the Executive Committee, Undergraduate Programs Committee, Graduate Programs Committee, Faculty Affairs Committee, Scholarship Committee, Admissions/Exceptions Committee, Student Rating and Teacher Evaluation Committee, Assessment Committee, Technology Committee and Retrenchment Committee. Other committees of a technical or advisory nature may be established by the Dean from time to time as appropriate.

The sections that follow set out the organization of the school in diagram form and define the membership and functions of the various standing committees. Also part of this governance document is the By-Laws of the Faculty. It is recognized that this governance document, in order to remain functional, must be changed and amended from time to time. This document may be amended in the same manner as the By-Laws of the Faculty.


W. FRANK BARTON SCHOOL OF BUSINESS COMMITTEE ORGANIZATIONS


BY-LAWS OF THE W. FRANK BARTON SCHOOL OF BUSINESS FACULTY

PRESIDING OFFICER. The Dean, when present, shall preside at all meetings of the faculty. In the absence of the Dean, the presiding officer shall be designated by the Dean.

SECRETARY. A secretary of the faculty shall be appointed by the Dean. The secretary shall keep the minutes of meetings of the faculty and make copies thereof for distribution to the faculty.

VOTING FACULTY DEFINED. Except for the graduate program matters, the voting faculty is defined as including those persons enfranchised to vote under University Senate rules. On matters pertaining to graduate programs, faculty shall mean voting members of the W. Frank Barton School of Business faculty who are currently listed by the Graduate Office as members of the graduate faculty.

MEETINGS. A minimum of two meetings of the faculty will be scheduled for each academic year (one in the Fall and one in the Spring) and announced at the beginning of each semester.

SUMMER MEETINGS. Summer meetings of the faculty, except for information and discussion purposes, are not favored. Actions requiring faculty approval upon an urgent basis shall be taken only upon proper notice and an affirmative vote representing a majority of the regular (not summer school) faculty.

CALL OF MEETINGS. Meetings of the faculty shall be called by the Dean or upon the written request of five members of the faculty.

NOTICE OF MEETINGS. Notice of meetings of the faculty shall be given at least ten calendar days previously thereto by an email notification to each faculty member. The notice shall include an agenda which states the items to be considered and an accompanying explanation of any actions which are proposed to be taken. Copies of policy and curriculum changes to be voted upon shall be distributed and available at least ten calendar days before the meeting.

MEETING AGENDA. The meeting agenda shall be prepared by the Dean's Office.

QUORUM. A majority of the voting faculty shall constitute a quorum for the transaction of business at any meeting of the faculty. If less than a majority is present at a meeting, the members may adjourn the meeting to another time, provided three days' email notice shall be given of the time and place of the rescheduled meeting. At such a rescheduled meeting, a quorum shall consist of those members present.

When issues come before the School Faculty relating to graduate education—programs, degrees, policies or other pertinent matters—a majority of the voting graduate faculty shall constitute a quorum for the transaction of business at any meeting of the faculty. If less than a majority is present at a meeting, the members may adjourn the meeting to another time, provided three days' written notice shall be given of the time and place of the rescheduled meeting. At such a rescheduled meeting, a quorum shall consist of those members present.**

VOTING. All members of the voting faculty as defined herein shall be entitled to vote. Voting shall be by voice unless a show of hands or a secret written ballot shall be requested and concurred in by a majority of the members present. Voting by proxy shall not be allowed.

AMENDMENT OF BY-LAWS. These by-laws may be amended at any regular meeting of the faculty. In order for a proposed amendment to be properly before the faculty, it must have been distributed at least ten days prior to the meeting.

STANDING COMMITTEE STRUCTURE

EXECUTIVE COMMITTEE

 MEMBERSHIP. The Executive Committee shall be composed of the Dean, Associated Dean(s), Assistant Dean (s), Chair/Director of each Department/School, and others requested by the Dean. The Dean or the Dean's designate shall serve as chairperson.

 FUNCTIONS.

The functions of the Executive Committee shall include the following:

  1. To generally advise and develop recommendations to the Dean on all matters affecting the School.
  2. To make recommendations concerning nominations and appointments to School committees.
  3. To refer matters to appropriate school committees.  

STRATEGIC PLANNING, MARKETING, AND AACSB COMMITTEE

CHARGE

  1. Strategic Planning
  • Facilitate development and revision of the Barton School’s 5-year strategic plan
  • Monitor implementation of strategic plan and alignment with funding resources
  • Continuously conduct benchmarking and competitive analysis studies
  1. AACSB Accreditation
    • Ensure the Barton School’s compliance with AACSB standards
    • Prepare required AACSB reports
    • Prepare/host AACSB visiting teams (every 5 years)
    • Ensure compliance with AACSB ratios (by discipline, by program, by term and by location)
    • Periodically review AACSB faculty qualification guidelines
  2. Marketing/Branding
  • Develop a comprehensive integrated marketing and communication plan for the Barton School
  • Develop a branding plan for the Barton School
  • Monitor the implementation of marketing and branding plans
  1. Technology
  • Develop a technology plan for the Barton School
  • Monitor the implementation of the technology plan
  • Handle technology requests as they arise
  1. Retrenchment
  • Provide an operational plan for the Barton School in the event the WSU President declares a state of financial exigency

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:     

  • 4 Faculty reps (appointed by Dean based on self-nominations)
  • 2 Center reps (appointed by Dean based on self-nominations)
  • 2 Staff reps (appointed by Dean based on self-nominations)
  • Associate Dean, Graduate Programs and Research
  • Associate Dean, Academic Operations & Undergraduate Programs, Co-Chair
  • Dean, Co-Chair

ENROLLMENT, RETENTION, AND RECRUITMENT COMMITTEE

CHARGE

  1. Enrollment/Recruitment
  • Develop and implement a strategic enrollment/recruitment/retention plan for the Barton School (undergraduate, graduate and non-degree programs)
  • Monitor industry trends and conduct periodic benchmarking studies (in collaboration with the UPC and GPC committees)
  1. Retention
  • Develop a plan to increase Barton School student retention and graduation rates
  • Monitor the retention plan
  • Oversee Clash of Colleges event
  • Develop and maintain a stronger relationship with Business Living & Learning Communities
  1. New Program Development
  • Monitor trends in higher education and workforce needs
  • Provide recommendations on new programs for consideration (UPC, GPC and Academic Departments)
  1. Student Scholarships
  • Coordinate the Barton School of Business’s scholarship program (broadcasting scholarship opportunities, streamlining scholarship application process, evaluating applications, and making recommendations to the dean for scholarship awards); Award all Barton School managed student scholarships; Manage Barton School student scholarship competitions
  • Oversee follow-up by students to thank scholarship donors
  • Propose programming to increase scholarship donations and to recognize donors
  1. Admissions/Exceptions
  • Oversee the Admissions/Exceptions matters (via a sub-committee)
  • Make decisions about students’ admissions and exceptions requests
  • Make recommendations of how to improve the exceptions process

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • 4 faculty representatives incl. Recruitment and Retention Fellows (appointed by Dean)
  • Director of Student & Community Initiatives
  • Manager, Advising Center
  • Director, Graduate Studies
  • Recruiting Coordinator
  • Scholarship Coordinator
  • First Year Advisor
  • Associate Dean, Graduate Programs and Research
  • Associate Dean of Academic Operations & UG Programs
  • Dean, ex-officio

ASSURANCE OF LEARNING COMMITTEE

CHARGE

  1. Develop, implement and monitor AOL framework and model along with related systems and processes
  2. Ensure compliance with AACSB’s AOL standards
  3. Disseminate AOL data to key stakeholders including UPC and GPC committees
  4. Serve as the Barton School’s link to the WSU University Assessment Committee

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • 5 faculty reps (each discipline) (identified by Chairs)
  • Director of Assurance of Learning (AOL), Chair
  • Associate Dean, Graduate Programs and Research
  • Associate Dean, Academic Operations & UG Programs
  • Dean, ex-officio

UNDERGRADUATE PROGRAMS COMMITTEE

CHARGE

  1. Responsible for undergraduate business core curriculum and all related majors
  2. Provide support to departments in managing the undergraduate programs
  3. Oversee undergraduate student experience and success (including student clubs and organizations; co-curricular and extra-curricular activities)
  4. Review undergraduate program and course change proposals
  5. Seek opportunities to enhance post-graduation outcomes (internships, jobs and career related support)
  6. Ensure alignment with the Advising Center (student recruitment and retention)
  7. Manage the BBA-General Business curriculum
  8. Ensure completion of undergraduate program reviews

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • Associate Dean of Academic Operations & UG Programs, Chair (non-voting)
  • 5 faculty reps (identified by Chairs)
  • Manager, Advising Center
  • All faculty teaching undergraduate programs are welcome to attend UPC meetings

 GRADUATE PROGRAMS COMMITTEE

CHARGE:

 

  1. Responsible for all graduate programs (curricular, co-curricular and extra-curricular matters)
  2. Manage curricula for all graduate programs
  3. Provide support to departments in managing graduate programs
  4. Oversee graduate student experience and success (including student clubs and organizations)
  5. Review graduate programs and course change proposals
  6. Seek opportunities to enhance post-graduation outcomes (internships, jobs and career related support)
  7. Ensure completion of all graduate program reviews

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • All Graduate Program Directors (6)
  • Director, Graduate Studies in Business
  • Associate Dean, Graduate Programs and Research, Chair (non-voting)
  • Associate Director, Graduate Studies in Business
  • All faculty teaching graduate programs are welcome to attend GPC meetings

FACULTY AFFAIRS, DEVELOPMENT, AND SUPPORT COMMITTEE

CHARGE:

 

  1. Serve as Barton School’s P&T (promotion and tenure) and sabbatical review committee
  2. Develop and implement faculty development programs (advancement of teaching and scholarship)
  3. Provide leadership on faculty development initiatives
  4. Provides guidance on research goals and standards of research quality for peer reviewed journals and other intellectual contributions
  5. Make recommendations to the Dean on summer research grant awards and review award winners’ research reports
  6. Make recommendations to the Dean on the annual Research/Writer of the Year awards
  7. Manage the annual Teaching Award process

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • 1 tenured faculty rep from each dept (elected) – One of them will be elected as the Chair.
  • 1 Educator, Teaching Professor, or Clinical Professor (elected)
  • 2 TT faculty (elected)
  • Associate Dean, Graduate Programs and Research (non-voting)
  • Associate Dean, Academic Operations & UG Programs (non-voting)
  • Dean, ex-officio

DIVERSITY AND INCLUSIVE EXCELLENCE COMMITTEE

CHARGE:

 

  1. Develop diversity and inclusive excellence framework, guiding principles and metrics
  2. Conduct a benchmarking study against peer and aspirant business schools on diversity and inclusive excellence matters
  3. Develop and implement appropriate events/programs on annual basis for faculty and staff
  4. Represent Barton School of Business on all committees related to diversity/inclusive excellence at the University level; serve as the liaison between the Barton School and the WSU Office of Diversity and Inclusion
  5. Document all initiatives contributing to advancing the culture of diversity and inclusive excellence

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • 5 faculty reps (identified by Department Chairs) - Chair is appointed by the Dean.
  • 3 staff reps (appointed by Dean)
  • Dean, ex-officio

FUNDED RESEARCH COMMITTEE

CHARGE:

  1. Develop and implement a plan for growing and advancing “funded research”
  2. Periodically benchmark funded research activities against peer and aspirant business schools
  3. Develop professional development activities to educate and support faculty in pursuing funded research opportunities
  4. Collect and evaluate follow-up reports from funded research projects
  5. Coordinate presentations on faculty of research results from funded proposals

 MEETING FREQUENCY:      Monthly

 MEMBERSHIP:

  • 5 faculty representatives (appointed by the Dean) – Co-Chair will be appointed by the Dean.
  • 2 Center/Institute Directors
  • Associate Dean, Graduate Programs and Research, Co-Chair

NEW BUSINESS SCHOOL BUILDING TASKFORCE

CHARGE:

  1. Be an enthusiastic, passionate and engaged team member willing to dedicate his/her time and effort over the next 3 years to make the new building a reality.
  2. Represent all stakeholders of the Barton School not just those related to each committee member’s own functional area.
  3. Meet prior to the design team selection to help craft the overall vision of the building and determine what would make this project a success.
  4. Attend workshops with the design team during program verification and schematic design.  These two phases will verify the quantity and types of spaces that are essential to be in the building, priorities of space adjacencies, and what “bonus” spaces would be good to have in the building if budget is available.
  5. Give feedback on current learning/working spaces on campus that are working well (and why) as well as specific things we should avoid in the new building.
  6. Give feedback on current and anticipated pedagogies that should be accommodated in the classroom spaces.
  7. Give feedback on how this building can embrace the wider campus community outside of the Barton School.
  8. Attend meetings with the design team at key phases during the project (schematic design review, design development review) to provide feedback on the floor plans, site plans, and interior and exterior finishes.
  9. Communicate with departments and centers/institutes as needed to get feedback/information as well as relay progress of the building design.
  10. Help make key value engineering decisions as needed after the project cost estimates are developed during design.

 MEETING FREQUENCY:      Monthly

WSU QUASQUICENTENNIAL CELEBRATION TASKFORCE

CHARGE:

  1. Develop and implement a plan for the Barton School of Business’s participation in celebrating WSU’s 125th Anniversary in 2020-2021
  2. Engage all stakeholders: faculty, students, staff, alumni, donors, business community, future Shockers, friends

 MEETING FREQUENCY:      Monthly

 WELLNESS AND SOCIAL TASKFORCE

CHARGE:

  1. Develop and promote programs to create a culture of health and wellness
  2. Foster collaboration and engagement among members of the W. Frank Barton School of Business
  3. Promote activities to create a positive, engaging and exciting work environment
  4. Raise awareness about health and wellness resources available at the university

 MEETING FREQUENCY:      Monthly

GUIDELINES FOR TENURE AND PROMOTION*

Tenure and promotion are awarded for significant achievements in three broad areas: teaching, research, and service. Teaching and research will be weighted more heavily than service.

TENURE.

Tenure is awarded for significant scholarly achievement, teaching effectiveness, and service contributions—and a high degree of confidence that this performance will be continued and enhanced.

In making a tenure recommendation, the following ordinarily will be considered to be minimal requirements for a positive recommendation:

  • a. A terminal degree
  • b. Effective classroom performance
  • c. Success in research and publishing in refereed journals
  • d. Promise of continued academic growth and achievement

PROMOTION.

Promotion is awarded on the basis of cumulative contributions which have been made to the institution and the profession, and will be judged in relationship to the candidate's achievements in teaching, research, and service. Within limits, flexibility and individual differences, in terms of the weight to be attached to these areas, is possible. As the individual progresses from one rank to the next, performance criteria will become more demanding.

For promotion to Professor evidence is normally expected of the following: (1) sustained effectiveness in teaching; (2) a record of substantial accomplishment and demonstrated impact in research and scholarship which has led to recognition in professional circles at the national level; and (3) demonstrated academic leadership in the form of service to the University and the profession.

The rank of full professor will be reserved for those who have achieved scholarly distinction.

EXCEPTIONS/SUPPLEMENTS TO GENERAL CRITERIA.

If a faculty member wishes to be judged on a basis that is markedly different from the criteria outlined below, he/she may submit a written proposal, outlining in detail the performance criteria proposed. This proposal must receive a positive endorsement from the chairperson/director, department/school faculty, the Barton School Faculty Affairs Committee, and the Dean.

CRITERIA FOR TENURE AND PROMOTION

  1.  Research and Publication
    Quality published research is essential for a positive recommendation for tenure and promotion.
    Indications of quality published research include, but are not limited to:
    • a. Refereed Journal Publications. Refereed journal publications are essential to tenure/promotion. Recognition shall be given to both research and practitioner journals. Refereed journals are those which send manuscripts to outside reviewers.
    • b. Books/Monographs. In general, books/monographs are desirable but not essential for tenure/promotion. The quality of the book/monograph shall be a major criterion for evaluation. Edited readings, books, and proceedings normally shall be given minimum importance. Special consideration will be given to books/monographs which extend the frontiers of knowledge, and may be considered as a substitute for refereed journal articles.
    • c. Professional Papers. Professional papers shall be considered for tenure and promotion. The value assigned to professional papers is flexible and will be determined by such factors as the quality of the papers, the nature of the competition, and whether or not the paper was invited. In most instances, competitive or invited papers will not be considered as substitutes for refereed journal articles. Professional papers are desirable but not essential to tenure/promotion.
    • d. Professional Reports. Professional reports shall be considered desirable but not essential to tenure/promotion. Additional weight shall be given to reports resulting from school or university contracts or grants for research. The size and nature of the report's audience shall be considered.
    • e. Research Funding. Acquiring external competitive research funding will be considered desirable but not essential to tenure/promotion.
  2. Teaching
    Adequate teaching performance is an essential element for tenure and for promotion at any level. Demonstration of effective teaching performance and overall quality of instructional effort is a necessary but not sufficient condition for tenure/promotion.
    The major emphasis shall be on the quality of an individual's teaching performance. The elements to be considered may include, but not necessarily be limited to:
    • a. Formal student evaluations
    • b. Course development, outlines and innovative practices
    • c. Course load, including new and repeat courses, graduate and undergraduate courses, class size, nature of course, and availability of grading assistance
    • d. General facilitation of student development, including significant contributions on advisory and thesis committees, facilitating student publications, attention to curriculum matters, maintenance of standards of fairness, advising student organizations, etc.
  3. Service
    Service is an essential element for tenure and/or promotion decisions. Service contributions are a necessary but not sufficient condition for tenure/promotion.
    • a. Contributions in this area may include, but are not limited to:
      1. Committee assignments
      2. Program and curricular development
      3. Generation of funds through non-research activities
      4. Administrative service
      5. Student counseling
    • b. Professional contributions to local, regional, and national business, professional, academic, and governmental organizations shall be considered. Direct participation through offices held, speeches given, committee assignments, etc., will be the type of criteria utilized in the evaluation.
    • c. Community contributions through community service shall be considered desirable for tenure/promotion review. Activities to be considered include serving on working committees and boards of directors of significant community groups, non-paid consulting to community/governmental organizations, and public service volunteerism to local/national governmental agencies.

PROCEDURES FOR EXTERNAL EVALUATIONS

By WSU policy the use of external reviews is required in all promotion and tenure reviews to demonstrate earned recognition in professional circles. A list of prospective external academic reviewers will be assembled in the following manner:

  1. the candidate will submit a list of six appropriate external evaluators; and
  2. the candidate's department/discipline colleagues will independently prepare a list of six external evaluators.

Six external reviews will be selected from the assembled lists. Names duplicated on the two lists will be selected. The candidate will be allowed to eliminate one remaining name from the list prepared by his/her colleagues. The department/discipline faculty will then select necessary additional reviewers from the names of both lists, ensuring that at least three names from each list are selected. Duplicates chosen would count as one from each list.

The Dean will write the selected external reviewers requesting their assistance.

PROCEDURES WHEN DEPARTMENTS HAVE FEWER THAN THREE FACULTY MEMBERS WITH APPROPRIATE RANK FOR PROMOTION TO ASSOCIATE OR FULL PROFESSOR.

In departments having fewer than three faculty members with appropriate rank, the chairperson and the candidate shall jointly select the necessary number of faculty from within the W. Frank Barton School of Business who hold the appropriate rank. Impasses in selection shall be reconciled by the Dean.*

Professor Incentive Review: A successful Professor Incentive Review requires continued performance in teaching, research and service at the level required to be promoted from associate to full professor. External reviews are not part of the Professor Incentive Review Proc